The Situation

A few weeks ago, one of our clients, a prestigious private university in the south, and I were
having a planning meeting for an extremely high stakes CRM-related program. This program will
include a major CRM implementation, while refining processes and roles to pursue higher levels
of constituent engagement and user productivity.
Like other similar meetings, during the planning meeting, we covered many topics. I won’t get
into all of those, but a few of these included these key topics such as:

• What is our definition of success for this program? What is “done” as it relates to the
  project (note, in our next post, we’ll dive deeper into tips to help define “done”?
• Are we merely replacing an aging system or trying to transform how we work and the
  result we get?
• To realize the benefits that we identified in the business case, what functional areas do
  we see as the highest priority areas of the systems? As an example, how can we
  improve the donor experience quickly, without waiting for 18 months and all of the new
  functionality to be delivered?
• When do we need to implement the system by and what dates do we need to keep in
  mind when we create this plan? In other words, how can we effectively use milestones,
  semester and summer term time windows to our advantage?

As we were talking and planning, it reminded me of an acronym we would use in supply chain to
ensure an order was complete. It has relevance in complex CRM and ERP implementations as
well. The term is OTIFNE (pronounced O-Tiffany) and means:

OT – Ontime
IF – In Full (or in this case, full scope)
NE – No Errors (or high quality).

So, let’s break this down a bit.

The Challenge

First, let’s talk about time, specifically deadlines. This is a funny concept with implementing technology, and I’ve seen this from seemingly all angles and now, we serve our clients as “client-focused” program managers. Some folks (ok, a LOT) want to lock in a date or a “not to exceed” cost, with little attention paid to the scope, or the quality (i.e., how much actual organizational transformation so one can realize the original business case) of the project or program.

What are the long-term effects of doing it this way (aside from cost)?

Imagine if you hired a contractor to build your family a house and your primary goals was having
a house that you can be in by the end of the year. Assuming that the timeframe was tight, and,
like many technology projects, the housebuilding labor market is also tight, then all of the
sudden, the amount of finished square footage of your house may be at risk as well.

Assuming we can add an adequate amount of definition to all of the dimensions mentioned
above, let’s add some clarity on why the deadline is critical. In many cases, our clients are
paying for the old system and the new system. For some large implementations, every
additional month of implementation may cost over $100,000, for a system this is not returning
any value since it is not live yet.

Equally important, let’s define why we need the functionality in the new system that we are
requiring. Let’s anchor that understanding with the same importance as the desired date.

MVP versus MNC

With respect to scope, many institutions strive for the notion of an MVP (minimum viable
product) so the implementation team has a clear picture of the functionality that is expected.
From my experience the MVP is never the minimal threshold; instead, it becomes the definition
of full scope. At TSI, we support the notion of MNC – Most Needed Capabilities. This differs
from MVP in that it focuses on the functionality that users will gain the most value from. In other words, what really drives the business case behind the new system investment, what will get the SMEs excited and make adoption of the new system a reality.

Anything less is simply inadequate and prevents us from moving off the old system and
definitely does not allow us to manifest the business case.

Project Hack

Having been around at least 50 major technology implementations, the #1 reason projects get
off track is due to the inability to make decisions on critical aspects of the project scope, its
approach, priority areas and deciding on the small (but important) aspects of the implementation.
If you/your project simply makes timely and informed decision, you have just increased the
programs chances for success a millionfold.

Key Takeaways

Focus on these three things and you will dramatically increase your chances of having a
successful project AND allow your project to be more transformative than simply a technology
change:

1. Set your project up to make timely and informed decisions
2. Resource your project properly and set your focus on transformation
3. Define “success” in terms of your project’s most necessary capabilities (MNC). Then lock in your date and, without removing important aspects of the scope, or quality/focus on transformation, treat it like it is etched in stone.

By focusing on these principles, you can pave the way for a successful and transformative
project.

Do you have any examples where you have used MVP or something like MNC successfully? What are some ways that you have facilitated faster decision making? Do you have any real-life examples of successful CRM or other implementations that balanced deadlines, scope, and quality? If so, please share.

If you wish to discuss upcoming project needs, please give us a call at 847.705-0960 x202 or email tsi@transforming.com.

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As the world is changing and evolving, organizations are always looking for ways to get more value out of their strategic and tactical initiatives. This aligns with the way TSI views delivery teams: not just as cost centers, but as value centers that benefit the organization. For organizations looking to leverage the value of their delivery teams, TSI suggests the following three efforts. Let’s take a look at each element and the key things to consider in each.

1. Building Project Management Offices
2. Designing and Implementing Portfolio Management Frameworks and Processes
3. Improving Business Analysis Capabilities

Building Project Management Organizations

Project management organizations come in a variety of shapes, sizes, and different functional responsibilities. Some are internal groups that create practices, policies, and standards for managing the projects of the organization. Standards include creating project artifacts, tools, or tool kits, evaluating and prioritizing initiatives and projects, managing project resources and activities, managing project budgets, and aligning the organizational view of projects. This does not mean that all of those involved in the PMO are experts on all areas of the organization, but they are likely the best delivery experts in the organization.

A PMO can improve delivery effectiveness by managing the delivery from start to finish in a consistent manner. Projects are selected based on a defined rubric that aligns with the vision of the organization, rather than on favoritism or a first come first serve. The result is the completion of projects in a way that provides the greatest positive impact for the organization.

Designing and Implementing Portfolio Management Frameworks and Processes

As with a PMO, portfolio management helps organizations select projects objectively. While this may sound easy, I’m sure every reader has an example of an organizational initiative that was heavily influenced by personal or political feelings. Furthermore, it may be hard to decide which initiative is more important if the initiative impacts two different areas, such as HR and order fulfillment.

Portfolio management also includes elements of ongoing project evaluation and decision-making for projects that are not progressing as expected. The focus of portfolio management is on objective decision-making for difficult decisions. Portfolio management creates standards that delivery teams can use as guidelines to ensure projects remain on budget and deliver the expected objectives accurately.

Improving Business Analysis Capabilities

Business Analysis provides an element of effective delivery that may be often overlooked. Every project has a desired outcome. The outcome is driven by the collective requirements that dictate the elements of the project. The requirements may range from building footage to technology to functional requirements, all depending on the focus and type of project.

Having strong business analysis capabilities on a delivery team improves delivery effectiveness by ensuring that the desired needs are captured before beginning the project. The result of ‘getting ahead’ can be reduced iterations and limited delays during implementation or build. While subject matter experts may provide strong support for and recognition of the need for change, they are often not trained for how to elicit, gather, document, and manage the most effective requirements. A strong business analyst will be able to capture and synthesize inputs and create a set of formalized requirements that accurately represent the need and can be translated into development.

Bonus Element for Strong Delivery

There is another key part of delivery effectiveness not addressed above. At TSI we feel this element is key to all of our successful engagements and one we weave throughout our engagements. That element is organizational change management. Without it, even the most well-equipped delivery team may struggle.

Organizations may have completed an objective project evaluation, have a clear plan for managing and controlling a project, and have based their project on a strong set of requirements. However, if they have neglected to evaluate their organization’s capacity for change, their project is destined to fail. Organizational change management ensures that the organization understands the vision and the value of the project, the impact it will have, and the process that will be utilized to ensure that it is successful. If there are elements that will pose a risk to the success of the project, organizational change management helps identify those issues early so they can be resolved and overcome with ease.

Why does strong delivery matter?

Organizations engage in project management efforts every day. Some are very successful. Some struggle. The elements of strong delivery outlined above will help any organization move to the next level of delivery effectiveness. If you are interested in talking more about how TSI can partner with you to deliver projects more effectively, reach out and let’s chat!

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• What does it do?
• Is there only one definition?
• What does it look like?
• How does it operate?
• Who should be part of the team?
• What capabilities make a PMO successful?

Lots of organizations use the three little letters P-M-O, but what those letters represent can be very different:

• A Project Management Center of Excellence (i.e., authors of the PM processes)
• A Governance Office (i.e., overseers of compliance)
• A project manager resource pool
• A portfolio management facilitator
• A resource management center, charged with balancing individual contributor or team supply and demand

Regardless of the type of PMO, you have these five steps will help you advance your team and add value to your organization.

1. Understand Your Current PMO

Have you had your PMO assessed? I’m not referring to a customer satisfaction survey from your stakeholders. I mean an assessment that addresses what you are doing, what you could be doing, and how to move forward, based on a standard set of criteria. Doing an assessment like this, however, can be a challenge to self-administer.

Do you have a set of objective criteria? Do you have a standardized approach to follow (is it tried and proven)? Are you an unbiased party to the assessment?

Assessing the maturity of your practices is not about a number.  Sometimes organizations get stuck there. The Capability Maturity Model Integration framework (CMMI) has a five-level rating system. Organizations that focus on simply attaining a “Level 3” grade are missing the point. It is more important to understand your why. As Simon Sinek has famously pointed out, “A why is like a compass direction. It tells you where you are going.” What value does your PMO provide? What motivates your team? These answers will be more important than a numerical grade on a five-point scale. It is valuable to understand where you are with respect to your value.

2. Follow a PMO Roadmap

Without a map that directs your growth journey, how can you assess if you are making progress? Your PMO roadmap should have both short-term and long-term goals, deliverables, and measures of value. A roadmap lays out the desired functional state of your PMO. It outlines the steps necessary to reach the future state. Similarly, the roadmap can address the span of control of the PMO. The PMO focus may be on IT only, one operating department, or the entire organization. Your roadmap will change based on where you provide coverage currently versus where you want to go.

3. Build with Experience

Don’t try to reinvent the wheel and borrow liberally from others (other leaders, other departments, other organizations). Tailor as necessary to make processes and methods fit your culture, your industry, your team size, and your capabilities. Don’t try to have your project managers architect your PMO. It is not that they are not able; it is about capability and experience. Do you want to risk creating a new team with someone who has never created a PMO before? PMs are great at delivery. However, that does not mean they are necessarily organizational architects.

4. Define, Capture, and Showcase Value

To borrow from a famous scene in the 1996 film Jerry Maguire, for your PMO to be successful, you have to be able to show them the money.  The “money” has to be the value your stakeholders want from the PMO. Be careful: if you are the PMO leader, don’t specifically focus on building the PMO you want to run. Your stakeholders’ perceptions are your reality. Define a way to measure value and report back early and often on how well you are doing against your metrics.

5. Strive for Continuous Improvement

Follow your roadmap, but don’t let the journey end. Think about continuous improvement and get a little bit better every day. Project management offices can get stuck in a rut. They deliver on a set of functions and they eventually stop evolving. Chances are that your organization is continuously changing, so be sure you are adapting to it. Change does not always have to be a Big Hairy Audacious Goal; little changes make a difference too. Think about change as simple, incremental, and always delivering value.

Contact us!

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